Is your beverage licensee brand strategically positioned with its message clearly communicated? Are you sure?

You don’t have to embark on a lengthy and expensive consumer research study to find out if your beverage licensee brand is strategically positioned with its message clearly communicated. Just try this quick and easy exercise. You may be surprised by what you learn.

Ask each member of your management team, each member of your marketing organization, and key external strategic and creative resources to answer the following three questions:

1. 1.    What business is your brand in? Your “frame of reference”.
2. 2.    What is the “target market” for your brand?
3. 3.    What are the “points of difference” for your brand? Note: List no more than three.

Analyze your results. If you observe either or both of the following, your brand positioning can most definitely be strengthened:

• Significant inconsistency in the answers to most if not all of the above three questions.
• “Points of difference” that are really “points of similarity” to your competition or simply “points of entry” in your business – and not pre-emptive, ownable and defendable attributes that are important to your target market.

Successfully identifying and securing a powerful brand positioning is of critical importance to every brand. It is crucial to anyone who wants to influence other people, whether you are promoting a product, a service, a cause, a candidate, an organization, an institution or even yourself and your own career. Positioning will aid in getting your desired message across to the people you want to reach and making an impression that lasts. Positioning is the way in which you want the consumer to think about your business (products and services) relative to competing brands. It is the most basic of all strategic statements, provides the blueprint for the marketing and development of the brand, and focuses the efforts of all those involved in brand activities.

Without a concise brand positioning statement with a competitive “point of difference” and complete management alignment behind this positioning, it will be difficult to communicate a clear and meaningful message about your brand. A brand must make a strong impression that lasts and translates into profitable sales and long-term growth.

What are the three critical elements of a brand positioning statement?

1 – Target Market: Composed of consumers considered to be good potential users for your product/service. Don’t think demographically. Think about what the similar set of needs and/or concerns are which motivate this group of consumers’ purchase behavior.

2 – Frame of Reference: Describes the consumer grouping of like products or services (or competing brands) with which your product or service competes.  It is easy to think about this as “what business are you in”. Make sure you consider all of the options that a consumer has available to satisfy a specific need.

3 – Point of Difference: The specific consumer benefit that you want consumers to associate most readily with your product or service. What does your brand do that no other brand does as well and that your target cares about?  Why should your target value your brand?

Don’t let a point of similarity become your point of difference. One of the critical steps in developing a powerful brand positioning is to identify your brands point of difference – – the specific consumer benefit which you want consumers to associate most readily with your product or service. So when defining your brands point of difference, don’t let a point of similarity become your point of difference. So often I see this. 

When speaking recently to industry audiences on branding and brand positioning (National Restaurant Association, International Franchise Association National Convention, Entrepreneurs’ Organization Global Leadership Conference) or to the executive teams of clients, I ask three short questions: How many of your grew up wanting to be average? Or just like everyone else? Or of good quality? Rarely do I see any hands or much of a positive response. However, many brand leaders are perfectly OK about making their brands just like this – – average and just like everyone else.

Many of the items that are an integral part of your product/service but are not preemptive, ownable and defendable become points of entry into your competitive set and are nothing more than points of similarity. Yes, they are all important to your product or service and in many cases you must deliver on these flawlessly just to be in business. But this is not what sets you apart, not a reason a customer should or will choose to use your brand over competitor brands, and most definitely this is not a reason for them to ever become a brand advocate.

A brand is not a mark. A brand leaves a mark. Believe it or not, your customers do not really care about your brands’ name, your logo, or your tag line. What they do care about is who your brand is, what it stands for, what your brand offers and why your brand is different. People want to love brands. They want to feel amazing about using your brand. So stop worrying about the name of your brand, your logo or your tag line.  Focus you attention on clearly positioning your brand and gaining complete management alignment behind that positioning. The end result will be the development of a concise positioning statement, agreed upon by your core management team.

Properly position your brand and you will be in good company. I’ve worked with hundreds of global, national, regional and local brands including many restaurants, bars, wine and spirits retailers, brewers, wineries and distillers – – all using a disciplined approach to developing a clearly defined brand positioning statement. Each of these clients that focused their attention on brand positioning have reaped the benefits of their efforts.